What Do You Need?

To Prove You Care

Prove that your organization cares about its people.

To Secure the Pipeline

Secure your organization’s future.

To Develop Your Talent

Attract and keep quality talent by giving your talent what they desire most.

To Set Yourself Apart

Successful organizations rely on professional leadership development.

Your Organization Needs Professional Leaders:

Your organization needs leaders today but it will also need leaders tomorrow. The reality is that most successful organizations do not recruit their leaders; they grow their own via comprehensive professional leadership development programs. One of the key advantages of developing leaders instead of recruiting them is that developed leaders achieve productivity almost 50 percent faster than external candidates (Ref 1).

GrassFire Industries LLC offers: 

  • Leadership and Talent Development
  • Organizational Development
  • Consulting
  • Health Education
 

Without hesitation, I would recommend David Robertson to any organization seeking a gifted resource to assist with leadership and talent development activities within their hierarchy.

Randy Doerksen, CFO of Meritrust

The Statistics:

  • Only 30% of U.S. employees are highly engaged, 1/2 are somewhat or not engaged, and 1/5 have low engagement or are actively disengaged (McShane & Von Glinow, 2013).
  • Some 85% of executives are not confident in their leadership pipelines, only 37% of leaders believe their organization’s development programs are adequate, and only 13% of companies believe that they are doing an excellent job developing their leaders (Sinar et al., 2015).
  • Roughly 78% of executives expect their organizations to have a skills gap in the future, and rather than dedicate resources to the problem, there has been a net decrease in the percentage of organizations willing to offer leadership training (Souza & Fyfe-Mills, 2018).
  • Around 74% of workers believe they are not reaching their full potential in their current position and would appreciate more learning opportunities (Everett, 2012).
  • Over 74% of employees say they are ready to learn a new skill to remain employable (PricewaterhouseCoopers, 2018).
  • Sixty eight percent of employees say that training and development are a company’s most important policy (Woolf, 2014).
  • Roughly 87% of millennials said professional development was critical (Woolf, 2014).
  • Sixty one percent of organizations offer no leadership training to their people, and 65% of new leaders say that they feel unprepared for their leadership role (Thomson, 2015).
  • Nearly half of workers say they regularly feel the need to conform to entrenched and sometimes toxic organizational norms (Gino, 2020).
Resources found under “Ref 2.”

What You Should Know:

 

Many organizations struggle to develop or keep influential leaders (Khan & Afzal, 2011; Sonnet, 2016). There is considerable evidence suggesting a positive cost-benefit of utilizing professional leadership development (Ghose, 2017; Hameed & Waheed, 2011; Hayward, 2011; Shuck & Herd, 2012). However, organizations must understand that the leadership industry is unregulated, not all leadership development programs are the same, the practitioner chosen matters, and the proper measurement of development efforts requires time and intuition (Berman, 2018; Morse, 2013; Sheryn, 2020).

The lack of professional leadership development and the subsequent loss of talent may lead to leadership gaps that result in unnecessary competitive decline (Paese et al., 2002). Having trained, engaged, productive, and advanceable employees impact organizational effectiveness, adaptability, and longevity. Therefore, organizations should consider the repercussions of not investing in the professional development of their employees generally and what that decision will mean for the quality of the existing talent pool and the organization’s competitive position.

Organizational leaders must understand that if the development program is relevant and individualized, a professional leadership development program can improve leadership skills across organizational hierarchies and could be the most significant differentiator between successful and unsuccessful organizations (Cardno & Youngs, 2013; Ghose, 2017; McCauley-Smith et al., 2013; Velayudhan et al., 2011). That is where GrassFire Industries LLC comes in. Our program is customized to each student. The proprietary hybrid approach ensures relevance to each student and our students experience a dramatic increase in overall engagement post-graduation. This improved engagement results in improved productivity and profitability for the organization.

Check out the testimonials and then contact me and let me customize a program to fit your needs.

Resources found under “Ref 2.”

1. Mellon Financial Corporate Learning Curve Research Study

Berman, G. J. (2018). Measuring behavior across scales. BMC Biology, 16, 23. https://doi.org/10.1186/s12915-018-0494-7

Cardno, C., & Youngs, H. (2013). Leadership development for experienced New Zealand principals: Perceptions of effectiveness. Educational Management Administration & Leadership, 41(3), 256–271. https://doi.org/10.1177/1741143212474808

Everett, C. (2012, June 9). Survey shows employees want more workplace training. The Learning Cafe. https://www.thelearningwave.com/survey-shows-employees-want-more-workplace-training/

Ghose, D. (2017). Why leadership development efforts fail. NHRD Network Journal, 10(4), 85–94. https://doi.org/10.1177/0974173920170416

Gino, F. (2020). Rebel talent: Why it pays to break the rules at work and in life. William Morrow and Company.

Hameed, A., & Waheed, A. (2011). Employee development and its affect on employee performance A conceptual framework. International Journal of Business and Social Science, 2(13), 224–229. https://ijbssnet.com/journals/Vol._2_No._13_Special_Issue_July_2011/26.pdf

Hayward, S. (2011). Connecting leadership development to bottom line benefits. Strategic HR Review, 10(1), 28–34. https://doi.org/10.1108/14754391111091788

Khan, M. A., & Afzal, H. (2011). High level of education builds up strong relationship between organizational culture and organization performance in Pakistan. The International Journal of Human Resource Management, 22(7), 1387–1400. https://doi.org/10.1080/09585192.2011.561955

McCauley-Smith, C., Williams, S., Gillon, A. C., Braganza, A., & Ward, C. (2013). Individual leader to interdependent leadership: A case study in leadership development and tripartite evaluation. Advances in Developing Human Resources, 15(1), 83–105. https://doi.org/10.1177/1523422312466982

McShane, S., & Von Glinow, M. A. (2013). Organizational behavior: Emerging knowledge. Global Reality (6th ed.). McGraw-Hill Irwin.

Morse, B. J. (2013). Measuring the stuff of thought: Psychology and its discontents. Bridgewater Review, 32(2), 4–7. http://vc.bridgew.edu/br_rev/vol32/iss2/4

Paese, M., Smith, A., & Byham, W. (2002). Grow your own leaders: how to identify, develop, and retain leadership talent. Financial Times Prentice Hall. http://ptgmedia.pearsoncmg.com/images/9780130093981/samplepages/013009398x.pdf

PricewaterhouseCoopers. (2018). Workforce of the future: The competing forces shaping 2030. http://www.pwc.com/gx/en/services/people-organisation/workforce-of-the-future/workforce-of-the-future-the-competing-forces-shaping-2030-pwc.pdf

Sheryn, C. (2020, September). Measuring the immeasurable – metrics and measurement for a continuous improvement culture. PA. https://www.paconsulting.com/insights/measuring-the-immeasurable–metrics-and-measurement-for-a-continuous-improvement-culture/

Shuck, B., & Herd, A. M. (2012). Employee engagement and leadership: Exploring the convergence of two frameworks and implications for leadership development in HRD. Human Resource Development Review, 11(2), 156–181. https://doi.org/10.1177/1534484312438211

Sinar, E., Wellins, R., Ray, R., Abel, A., & Neal, S. (2015). Ready-Now Leaders: 25 Findings to Meet Tomorrow’s Business Challenges. Global Leadership Forecast 2014|2015 (MICABERSR19R). Development Dimensions International, Inc. https://media.ddiworld.com/research/global-leadership-forecast-2014-2015_tr_ddi.pdf

Sonnet, M. T. (2016). Employee behaviors, beliefs, and collective resilience: An exploratory study in organizational resilience capacity (10063554) [Doctoral dissertation, Fielding Graduate University]. ProQuest Dissertations and Theses Global. https://search.proquest.com/dissertations-theses/employee-behaviors-beliefs-collective-resilience/docview/1777582116/se-2?accountid=10378

Souza, A., & Fyfe-Mills, K. (2018). Bridging the skills gap: Workforce development and the future of work [White paper]. The Association for Talent Development Public Advisory Group. https://d22bbllmj4tvv8.cloudfront.net/83/74/450e8cb644188b984d6528d43d58/2018-skills-gap-whitepaper-final-web.pdf

Thomson, L. (2015). Developing employees into leaders [Fact sheet]. LinkedIn Learning. https://learning.linkedin.com/content/dam/me/learning/en-us/pdfs/lil-guide-developing-employees-into-leaders.pdf

Velayudhan, A., Gayatridevi, S., Benedict, J. N., & Devi, N. V. A. (2011). Leadership development intervention: An experimental study. Asia Pacific Business Review, 7(2), 178–188. https://doi.org/10.1177/097324701100700217

Woolf, S. (2014, July 30). 5 surprising employee development statistics you don’t know. ClearCompany. https://blog.clearcompany.com/5-surprising-employee-development-statistics-you-dont-know